Earnings call transcript: Solaris Oilfield Q1 2025 sees 31% revenue surge

Solaris Oilfield Infrastructure Inc., a $803 million market cap company, reported a strong start to 2025, with Q1 revenue reaching $126 million, marking a 31% increase from the previous quarter. The company’s adjusted EBITDA also rose by 25% to $47 million. Currently trading at an attractive P/E ratio of 5.77x and offering a 4.66% dividend yield, InvestingPro analysis suggests the stock is undervalued. Solaris’ expansion in data center power solutions and logistics activity highlights its strategic growth trajectory, supported by impressive revenue growth of over 760% in the last twelve months.

Key Takeaways

• Q1 2025 revenue increased by 31% quarter-over-quarter.
• Adjusted EBITDA improved by 25%, driven by power solutions.
• Expansion in data center contracts and logistics operations.
• Anticipated challenges in the turbine supply chain.
• No change in stock price post-earnings.

Company Performance

Solaris Oilfield Infrastructure demonstrated robust performance in Q1 2025, primarily driven by its power solutions business, which contributed significantly to its adjusted EBITDA. With an exceptional InvestingPro Financial Health Score of 3.31 (rated as GREAT) and an Altman Z-Score of 20.9 indicating strong financial stability, the company has positioned itself as a leader in modular power generation for data centers, capitalizing on the increasing demand for reliable power solutions. The company maintains a healthy 16% return on equity, demonstrating efficient use of shareholder capital.

Financial Highlights

• Revenue: $126 million, up 31% from the prior quarter.
• Adjusted EBITDA: $47 million, a 25% increase from the previous quarter.
• Power Solutions contributed 55% of total segment adjusted EBITDA.

Outlook & Guidance

Solaris projects continued growth in its power solutions segment, with expected average megawatts increasing to 440 in Q2 2025 and 520 in Q3 2025. While the company anticipates potential softening in oil-directed activity if commodity prices remain low, it remains focused on expanding its power solutions and logistics operations.

Executive Commentary

CEO Bill Zartler emphasized the company’s strategic positioning, stating, "We believe we have the right business with the right people and culture that will help us continue to deliver value to our shareholders and our customers." CFO Kyle Ramatandran highlighted the focus on strong returns, noting, "We are focused on generating strong returns on invested capital as we build out our Power Solutions business while maintaining the strong cash flow generation from our logistics business."

Risks and Challenges

• Tight turbine supply chain could limit expansion capabilities.
• Potential softening in oil-directed activity if commodity prices decline.
• Tariff-related challenges in manufacturing components.
• Competition in the power generation market could impact margins.

Solaris Oilfield’s Q1 2025 performance underscores its strategic focus on power solutions and logistics, positioning the company for continued growth despite potential challenges in the supply chain and commodity markets. For deeper insights into Solaris’s growth potential and comprehensive analysis, investors can access the detailed Pro Research Report, available exclusively on InvestingPro, which covers this and 1,400+ other top US stocks with expert analysis and actionable intelligence.

Full transcript - Solaris Oilfield Infrastructure Inc (SOI) Q1 2025:

Conference Operator: Good morning and welcome to the Solaris First Quarter twenty twenty five Earnings Conference Call. All participants will be in listen only mode. Please note this event is being recorded. I would like to now turn the conference over to Yvonne Fletcher, Senior Vice President of Finance and Investor Relations. Please go ahead.

Yvonne Fletcher, Senior Vice President of Finance and Investor Relations, Solaris: Thank you, operator. Good morning, and welcome to the Solaris first quarter twenty twenty five earnings conference call. Joining us today are our Chairman and CEO, Bill Zartler and our President and CFO, Kyle Ramatandran. Before we begin, I’d like to remind you of our standard cautionary remarks regarding the forward looking nature of some of the statements that we will make today. Such forward looking statements may include comments regarding future financial results and reflect a number of known and unknown risks.

Please refer to our press release issued yesterday along with other recent public filings with the Securities and Exchange Commission that outline those risks. We also encourage you to refer to our earnings supplement slide deck, which was published last night on the Investor Relations section of our website under Events and Presentations. I would like to point out that our earnings release and today’s conference call will contain a discussion of non GAAP financial measures, which we believe can be useful in evaluating our performance. The presentation of this additional information should not be considered in isolation or as a substitute for results prepared in accordance with GAAP. Reconciliations to comparable GAAP measures are available in our earnings release, which is posted in the new section on our website.

I’ll now turn the call over to our Chairman and CEO, Bill Zarler.

Bill Zartler, Chairman and CEO, Solaris: Thank you, Yvonne, and thank you everyone for joining us this morning. Solaris’ first quarter results reflect strong performance from both of our business segments. This was the second full quarter executing with our combined business units, focusing on generating strong free cash flow from our legacy logistics solution business and reinvesting that cash into our growing Power Solutions business. The strong performance from both segments and the continued benefits we are observing from integration highlight the complementary nature of these two businesses. I will begin with an update on our Power Solutions commercial and growth strategy, including a discussion of several exciting developments announced in our first quarter earnings press release last night.

In our prior update in late February, we announced that Solaris signed an initial six year contract with a major customer for approximately 500 megawatts of power generation capacity to support a new data center campus and that equipment to support this contract was to be capitalized within a joint venture. Last night, we announced that the commercial contract has been upsized to approximately 900 megawatts for an extended initial tenor of seven years. We also announced that we have closed on the joint venture agreement under which Solaris will perform as manager and power operator of the joint venture. The structure of the upsized JV remains unchanged from prior communication with Solaris owning 50.1% of the partnership and our partner end customer retaining 49.1%. We are excited about the opportunity to partner with and provide primary power for our fast moving customer who is one of the leaders in the evolving artificial intelligence industry.

We believe this joint venture demonstrates the value Solaris provides as a partner in providing reliable power solutions that extend beyond temporary bridge power needs. The extended tenor of the upsized commercial contract improves earnings visibility of our Power Solutions business into 2,033. The average tenor in our Power Solutions contract book now exceeds five years as compared to about six months less than a year ago when we announced the acquisition of MER. This upsizing of the contract and JV resulted in the effective full year commitment of our power fleet at a time when secular power demand continues to grow with numerous opportunities in our commercial pipeline coalescing around the second half of twenty twenty six. Given this backdrop, approximately three thirty megawatts of additional generation capacity from our manufacturing partner to continue to service the needs of new and existing customers.

This capacity was not easy to obtain as the OEM supply chain has gotten progressively tighter since our initial orders. We expect to take delivery of a majority of this most recent order in the second half of twenty twenty six, which results in a new pro form a total capacity of approximately 1,700 megawatts operated by Solaris, of which we will own approximately twelve fifty megawatts on a net basis after giving effect to our 50.1% interest in the joint venture. On the new pro form a delivered total fleet of 1,700 megawatts, we remain approximately 70% contracted with around 500 megawatts of open capacity to bid into the growing number of opportunities we continue to pursue. These opportunities include a combination of data center opportunities with new potential customers, projects for energy production and processing facilities and various other industrial applications. The data center opportunity presents both unique challenges and exciting prospects.

We continue to receive inquiries for larger applications, which render the traditional methods of power procurement and reliability planning a challenge for those prospective customers. A large data center used to be under 50 megawatts and would rely primarily on grid power with a bank of reciprocating generators as standby backup. It is becoming increasingly evident that the largest data centers will tap a variety of sources for their primary, secondary and emergency backup power. Modern data centers have grown to several hundred megawatts with leading edge capacity surpassing 1,000 megawatts. Managing loads at this scale is challenging for anyone, including grid operators.

By co locating generation on-site as part of their primary power mix, power consumers gain the ability to diversify their energy source and to control some of their own primary and built in backup power that can operate either independent of or in conjunction with the grid. By using best in class gas turbines and associated equipment such as SCRs, customers gain additional benefits of power density, capability to modularly scale and relatively low emissions and water use profiles. Under the Solaris Power as a Service model, these benefits can be provided at a compelling all in cost often competitive with the delivered price of baseload grid power. Considering total cost of ownership, our model is akin to a fixed capacity payment and with a variable commodity price input via the natural gas that is paid for by the customer. This results in a significant portion of our customers’ costs being hedged for the duration of contract.

We can remain economically competitive with the grid, offer visibility to long term power costs and provide built in backup through redundancy and reserve margin. We believe time to power, delivered cost and surety of supply were the primary drivers behind our customers’ desire to enter into the long term partnership with Solaris. For customers that take a similar longer term strategic view to solving power constraints, but do not have the expertise or bandwidth to manage a large co located power plant. Solaris’ Power as a Service model provides a solution that is evolving with the market need. Increasing regulatory challenges for data centers are also highly supportive of Power as a Service theme.

The notion of bring your own power is real as evidenced by growing recognition from regulators and operators regarding the limited availability of baseload power for new additional large loads. By co locating generation off grid in island mode, customers can accelerate time to power and benefit from true uninterruptible power. We’ll discuss how this approach also enhances the resiliency of their operations and may eventually contribute to overall grid resiliency as well. Turning to our logistics segments. Solaris Logistics had a very strong first quarter with system activity up over 25% sequentially as we benefited not only from the seasonal rebound, but also from new customer wins and continued adoption of our top fill system.

Our advanced technology offering continued to position us as the partner of choice. Our silo systems have the ability to handle increasing sand throughput as completion intensity and in turn efficiencies continue to accelerate. These increased efficiencies have contributed significantly to the success of our top fill system as well, which was effectively sold out during the first quarter. During the quarter, approximately 75% of our locations were equipped with both our legacy sand silo system and a top fill system. This natural cross selling has resulted in a substantial increase in Solaris earnings capacity, effectively doubling our earnings potential at the individual wellsite level.

As we look ahead, we have conviction in the relative stability of activity levels during the early part of the second quarter, resulting in no changes to our prior second quarter guidance. We are, however, beginning to observe some operators respond to the recent commodity price softness by delaying jobs or reducing the number of frackers expected in the second half of the year with an oil directed basis. During the first quarter, we also continue to harvest significant free cash flow generation resulting from the fleet investments made in prior years. Our early mover advantage in the complete electrification of our Logistics Solutions fleet continues to provide a commercial advantage as our fleet is already well positioned for the ongoing electrification trend and allows us to redirect cash to reinvest in our growing Power Solutions segment. We also observed unique synergies between our two segments businesses.

We will continue to have hiring needs in the Power Solutions segment for some time, enabling us to continue to cross train many of our logistics field technicians to fulfill this visible need with trusted in house expertise. Our efforts to integrate our engineering, supply chain and manufacturing functions also continue to progress. Meeting the air permitting requirements in certain jurisdictions for multiyear fixtures requires investment in selective catalytic reduction emissions control systems or SCRs. We’ve collaborated with our customers to select the best available control technology and are in advanced stages of planning manufacturing assembly of some components of the SCRs in our manufacturing facility located in Early Texas. Bringing some of this manufacturing in house is expected to lower cost and potentially mitigate exposure to tariffs, both of which help improve our returns on capital.

In house manufacturing also provides us with greater control over product, quality and design. We’re excited about the first quarter results from both business segments as well as the continued momentum and visibility we are seeing in the Solaris Power Solutions segment. I am proud of the exceptional team and innovative culture that we continue to build. We are focused on maximizing shareholder value through growing the company without sacrificing the strong financial profile of our business. With that, I will turn it over to Kyle.

Kyle Ramatandran, President and CFO, Solaris: Thanks, Bill, and good morning, everyone. I’ll begin this morning by providing additional details on our updated order book, the associated growth capital spending and our latest thoughts on financing. As Yvonne mentioned, please refer to our earnings supplement slide deck on our website. Following the upsizing of the commercial contract and joint venture to approximately 900 megawatts, our power fleet had limited open capacity. To ensure we continue to meet accelerating market demand during the quarter, we secured an incremental three thirty megawatts of 16.5 megawatt turbines.

This order brings our total expected operating fleet to approximately 1,700 megawatts. Pro form a for all deliveries more than 90 of the resulting fleet will consist of 16.538 megawatt units, which we think results in a fleet that offers an attractive level of power density while still allowing us to be responsive to our customers’ needs for scaling and flexibility. We expect to take deliveries under this latest order over the second half of twenty twenty six with full effective deployment of our fleet in the first half of twenty twenty seven. We are excited to have finalized this joint venture with an existing large scale AI client. The near doubling of power generation capacity to 900 megawatts and the increased tenor to seven years from six years are positive indications in our view of both market demand for these solutions combined with the confidence of our customer has in Solaris’ ability to execute over the long term.

The extension and contract tenor brings our average contract tenor to approximately five point five years on a blended basis compared to approximately four years last quarter and approximately six months when we closed on the MER transaction eight months ago. The revenue from this contract is also subject to a take or pay provision further solidifying contracted earnings visibility. The partnership has also secured its own financing to support this growth. We recently executed a term sheet and are negotiating definitive documentation for a senior secured term loan facility of up to $550,000,000 to support roughly 80% of the forecasted CapEx requirements of the JV. Solaris’ first quarter capital expenditures included its cash equity investment into the JV.

Our JV partner will contribute its pro rata share of cash equity in the second quarter of twenty twenty five. We expect the JV’s debt facility to fund the remainder of the JV’s capital needs. The ownership structure of the JV remains unchanged relative to prior disclosure. We will own 50.1% of the assets and will operate and manage the equipment on behalf of the JV. The net impact to our fleet ownership results in approximately twelve fifty megawatts owned by Solaris out of a total operated fleet of approximately 1,700 megawatts.

For purposes of financial reporting, we will consolidate the results of the full partnership with our customers’ equity portion of earnings reported as non controlling interest. Including our latest order of three thirty megawatts, we believe we will have enough power dense, power generation equipment available for future long term contracting with customers for deliveries beginning in the second half of twenty twenty six. The pace and trajectory of our ongoing commercial discussions gives us confidence that we will contract the remaining capacity. At full deployment, we see potential for the total company to generate $575,000,000 to $600,000,000 of annual run rate adjusted EBITDA on a consolidated basis. Accounting for the economics of the joint venture structure, we expect annual run rate adjusted EBITDA net to Solaris of approximately $440,000,000 to $465,000,000 These estimates consider the current contract book and assume a three to four year payback on the currently uncontracted equipment on order today.

Turning to recap our first quarter twenty twenty five performance and our guidance expectations for the next two quarters. During the first quarter, Solaris generated total revenue of $126,000,000 which reflected a 31% increase from the prior quarter due to continued activity growth in Power Solutions as well as growth in Adjusted EBITDA of $47,000,000 represented a 25% increase from the prior quarter. Power Solutions contributed 55% of our total segment adjusted EBITDA and is on track to contribute more than 80% of our consolidated adjusted EBITDA after our on order fleet is deployed. During the first quarter, Solaris Power Solutions generated revenue from approximately three ninety megawatts of capacity. For the second quarter of twenty twenty five, we expect activity as measured by average megawatts earning revenue to increase 13% sequentially to four forty megawatts.

This increase is being driven by increased power demand from our customers, which we are meeting using selective sourcing of third party turbines. For the third quarter, we expect average megawatts on revenue to increase by 18% to approximately five twenty megawatts. In our Logistics Solutions segment, our guidance for fully utilized systems remains unchanged at approximately 90 to 95 systems in the second quarter. We expect profit per system in Q2 to be in line with Q1 levels. For the third quarter, we expect oil directed activity could soften should commodity prices remain at or below current levels.

We expect approximately $7,000,000 of corporate or unallocated expense in the second quarter, which reflects a more normal run rate. First quarter reflected a cash settlement of stock based performance units granted in 2023 and 2024 as well as higher employer taxes associated with the vesting of restricted stock that should not repeat in the remaining quarters of 2025. These items result in adjusted EBITDA between 50,000,000 and $55,000,000 in Q2 and adjusted EBITDA between $55,000,000 and $60,000,000 for Q3. For more detail on the guidance and other corporate modeling items such as interest expense, depreciation and amortization, tax rate and share count to use for modeling purposes, please refer to our earnings supplement slide deck. Before we turn the call over to the operator for Q and A, I’d like to spend a couple of minutes addressing the potential impact of tariffs on Flarex.

While the ultimate tariff impact is still unknown and is evolving frequently, we believe several factors help mitigate any material impact to our business. Starting with the Power Solutions business, most of our planned growth capital spend is allocated for new turbines. Our primary turbine vendor already manufacturers in The U. S. And has a well established flexible supply chain.

Pricing for the majority of our current orders is fixed, resulting in no material impact from tariffs. On our recent three thirty megawatt order, we believe the maximum potential tariff impact is limited to 5% of the total cost and then only to the extent tariffs are actually incurred. To the extent that higher capital costs are realized, we expect an ability to pass those along to customers and maintain our targeted returns on capital. Bill mentioned we are planning to manufacture certain capital items such as components of the SCRs for emissions control in house at our existing manufacturing facility in Central Texas. This initiative aims to reduce costs and enhance overall returns, which could further buffer any potential tariff impact.

In logistics solutions, our large capital program has concluded and we’re now in maintenance mode for those assets. Since we manufactured this equipment ourselves, we can manage repairs and maintenance domestically at our facility or directly in the field. Many of the inputs required to support these systems come with relatively little expense and we already source most of these items within The U. S. We remain excited about the growing opportunities for Solaris.

We continue to focus on generating strong returns on invested capital as we build out our Power Solutions business while maintaining the strong cash flow generation from our logistics business to further enhance our attractive financial profile. With that, we’d be happy to take your questions.

Conference Operator: Thank you. We will now begin the question and answer session. The first question comes from Stephen Gengaro with Stifel. Please go ahead.

Stephen Gengaro, Analyst, Stifel: Thanks. Good morning everybody and thanks for all the detail. I think two for me. What I’d start with maybe Bill is when we think about the uncontracted assets that are scheduled to be delivered over the next several quarters, Can you just give us a sense for kind of the conversations you’re having and how we should sort of think about the end market demand for those assets?

Bill Zartler, Chairman and CEO, Solaris: Yes. I think we wouldn’t have ordered if we didn’t believe that there’s significant demand and those start delivering about a year from now. So we have a period of time and lead time to develop the projects that these go with it. So we’re in numerous discussions from additional oilfield applications to some data center medium bridge. I think that the design of the large power generation in combination with a set of smaller generation as they scale up is a pretty unique thing that seems to be happening now where we can marry up with larger generation capacity and they need 200 to 300 on their way up while they build out a larger facility and that stays in as permanent or permanent backup as part of the total generation capacity.

And the oilfield continues to be short too. We see applications in West Texas and New Mexico and those are we’re seeing three to six year contracts out there where it looks like we’re going to have some permanent need to build midstream facilities in other places with power.

Stephen Gengaro, Analyst, Stifel: Great. Thank you. And the follow-up I had was when we do sort of the simple math on kind of EBITDA per megawatt, it was a little lighter than we thought in the quarter, but the guidance suggests it’s kind of rising. Is that just related to timing of asset deliveries and as opposed to kind of pricing? So can you just kind of give us a sense for that dynamic and how that evolves?

Kyle Ramatandran, President and CFO, Solaris: Yes. I think, Stephen, when we look at the dollar per megawatt economics, it’s roughly in line with where guided people over the medium to long term. And we’re obviously ramping the business here. So we have some lumpiness, if you will, as we ramp up the costs into the business to help support such a large fleet expansion. So we’ll see that from episodically from time to time.

In the first quarter, we did get the full impact of the two year contract that we have in place at the first data center. And in the fourth quarter of last year, most of that period had that much shorter six month contract, which was at a higher rental rate. So I think dollar per megawatt sort of implied returns are starting to smooth out to where we expected, call it, three to four year paybacks. And then the small sort of acute impact, I would say, is along the lines of some of the assets that we are re renting. So as we’ve talked about previously, we have an ability to put more equipment to work than we have on balance sheet today as we’re waiting on our delivery.

So we’ve gone out and procured some assets that have been on the sideline with some parties with smaller fleets

Bill Zartler, Chairman and CEO, Solaris: to put those to work.

Kyle Ramatandran, President and CFO, Solaris: So that’s having a little bit of impact here in the short term. But as we look at sort of the fundamental economics of the business, very robust. We’re seeing projects scale up. When we see projects scale up, we’re benefiting from scale there. So going from 500 megawatts to 900 megawatts into the second data center fixture is going to be on a net basis positive as we look at returns.

Stephen Gengaro, Analyst, Stifel: Great. That’s good color. Thank you.

Bill Zartler, Chairman and CEO, Solaris: Thank

Conference Operator: you. The next question comes from Derrick Whitfield with Texas Capital. Please go ahead.

Derrick Whitfield, Analyst, Texas Capital: Good morning all and congrats on the formalization of your JV.

Kyle Ramatandran, President and CFO, Solaris: Thanks, Eric.

Derrick Whitfield, Analyst, Texas Capital: With my first question, I wanted to focus on the air permit and thinking about your prepared remarks and your JV partner’s commentary last Friday. Is it reasonable to assume that your clients should be able to attain an air permit within a reasonable amount of time given that the facility is one of the lowest emitting facilities in the country?

Bill Zartler, Chairman and CEO, Solaris: Yes. I mean, our customer is following all the EPA guidelines. We’ve assisted in providing equipment information and information around the Cadillac reformers that we’re adding to tail end of this. And we see no reason to believe that it’s not in full compliance with the law and they’ll get the permits associated with building the facility out.

Derrick Whitfield, Analyst, Texas Capital: Perfect. And then maybe just leaning on the SCR side, could you speak to the value of this offering to your clients and if it contributes to a higher rate or is it a cost of doing business?

Bill Zartler, Chairman and CEO, Solaris: SCR is just truly a cost of doing business. We’re lowering the emissions profile of this equipment. And so that’s just additional capital and a minor amount of operating cost. We rent that equipment in the same kind of fixed fee basis and pass through some of the operating costs.

Derrick Whitfield, Analyst, Texas Capital: Great. Thanks for your time and responses. Thank

Conference Operator: you. The next question comes from Derek Podhiser from Piper Sandler. Please go ahead.

Derek Podhiser, Analyst, Piper Sandler: Hey, good morning guys. Just kind of a nuanced question. Just looking at the deck, brick of the portfolio, the power, it looks like there’s about 1.1 gigawatts contracted, the data centers, the JV is at 900 megawatts. Is that it’s about 200 megawatt difference. Is that with the first data center complex?

Just trying to think about, will that eventually get into the JV? Or will those megawatts eventually have to find a new home? Just maybe some thoughts around that.

Kyle Ramatandran, President and CFO, Solaris: Yes. That additional capacity is sitting at the first data center that we have with the client. It’s not intended to go into the JV at this stage. And I think those units have now been running six to nine months and will continue throughout the term of the contract. So the notion of dropping them into the JV will likely create some complexity.

So I don’t suspect that those will come out. But the client is has filed a long term Title V air permit for that location as well to keep the units that we have embedded in this guidance there in effect in perpetuity.

Derrick Whitfield, Analyst, Texas Capital: Got it. Okay. That’s helpful. And then

Derek Podhiser, Analyst, Piper Sandler: just on the supply chain, your comments around it getting tighter. You’re able to get these 16.5% to the back half of 2026. How are you able to get those? Were you able to switch place in line with somebody else? And then maybe what’s the tightest part?

Is it the 38 megawatts? If you ordered a new one today, how long are those lead times currently?

Kyle Ramatandran, President and CFO, Solaris: Yes. With respect to the larger units, our understanding is those are effectively sold out, and we’ve been the largest order with the OEM there. And at this point, it’s a newish product for them. So they’re taking a somewhat conservative position as far as additional orders there. And so what we were able to secure were additional capacity on the 16.5 megawatt units.

I can be candid with you that it was quite difficult to secure and that there were a lot of back and forths and our willingness to move quickly and boldly as we’ve continued to do throughout this process to secure that capacity. So it was an exercise and a bold move and a relationship where we’ve done exactly what we’ve told them we were going to do and we were able to reach a mutual agreement, that worked for both parties on that. But it continues to be a very tight supply chain with respect to generation capacity.

Derrick Whitfield, Analyst, Texas Capital: Great. Appreciate all the color. I’ll turn it back.

Conference Operator: Thank you. The next question comes from Thomas Mercy with Janney Montgomery Scott. Please go ahead.

Thomas Mercy, Analyst, Janney Montgomery Scott: Good morning. Thanks for the time team. Couple for me. First on the kind of contracted versus spot mix of assets. Curious what you think is the ideal mix?

And then specifically with regards to spot opportunities, how should we think about those EBITDA margins being in line with what’s on the P and L now for Power or are there reasons why it’s above or below that number? And a few follow ups for me.

Bill Zartler, Chairman and CEO, Solaris: Well, I think spot is a there’s a difference between spot targeted spot equipment and what’s uncontracted today that may go into a medium or longer term contract. So spot market opportunities where we would put something to work and most of what we’ve done has been six months or greater. So, spot is a different term in a lot of different industries. Six months is medium term in some industries and spot. So we’re seeing some of that work.

I think the fleet will be 5% to 10% kind of available for emergency situations in place where there is additional outsized margins, especially on the smaller units. As we’re addressing these larger loads, the larger the 16.5 megawatts and 38 megawatt units, we see those going on medium to long term contracts. And most of that will be used that way.

Kyle Ramatandran, President and CFO, Solaris: Yes. Recently, we’ve had inbounds with respect to emergency response activity and our ability to meet that demand. Today, we don’t have that capacity. But as Bill alluded to, at some point, as the fleet matures, that’s probably capacity that sits in the fleet that we’re able to meet that market demand.

Derrick Whitfield, Analyst, Texas Capital: Helpful. And then also kind

Thomas Mercy, Analyst, Janney Montgomery Scott: of a longer term question, but curious if you’re having conversations or with customers or if you can kind of quantify your ambition for owning larger stationary turbines for some of these almost five to ten year contracts. Is that something that’s being discussed or too early?

Bill Zartler, Chairman and CEO, Solaris: We’ve evaluated a lot of options and talked to many providers and folks that operate frame units and 6000s and the like from five megawatts to 500 megawatt equipment. And so we’re in the mix discussing what the ideal, as we mentioned in the prepared remarks, what the ideal power supply looks like for some of these large loads. And it will end up being a combination of multiple things. It may even be nuclear in a few years. So I think as you look at how the power supply develops for these large loads and how those large loads are going to be permanent and what that looks like.

I think the small, medium sized turbines that we provide are going to be a part of that mix in the long term.

Thomas Mercy, Analyst, Janney Montgomery Scott: Helpful. And last one for me. I appreciate the third question here. Just on the batteries that you’re using for managing voltage, I’m curious if you’re seeing any cell degradation that you can provide color around and maybe even just a timeline on when those batteries would need to be replaced or just kind of any color about what you’re seeing operationally with those batteries?

Bill Zartler, Chairman and CEO, Solaris: Yes. We’re not actually operating batteries. Our customer is running those kind of facilities.

Thomas Mercy, Analyst, Janney Montgomery Scott: All right. Thank you.

Conference Operator: Thank you. The next question comes from Jeff Leblanc with TPH. Please go ahead.

Jeff Leblanc, Analyst, TPH: Good morning, Bill and team. Thank you for taking my question. I just had one. I was curious if you could talk about how the success with your current client is influencing negotiations for future data center contracts with potentially new customers and how those conversations are ongoing? Thank you.

Bill Zartler, Chairman and CEO, Solaris: Well, think the conversations with other providers recognize that what we’ve done and continue to do for our current customer has been extremely high level of service, extremely rapid response, building out and operating a reliable power And I think that’s part of our reputation from the oilfield side of this business to this power side of the business. And I think that’s one of the things that we will keep up, is creative addition of manufacturing, additional IP as we build out these facilities and how that works and how we provide a service that is second to none on rapidly deploying power for the long term.

Jeff Leblanc, Analyst, TPH: Awesome. Thank you very much for the color. I’ll hand the call back to the operator.

Conference Operator: Thank you. The next question comes from Don Crist with Johnson Rice. Please go ahead.

Thomas Mercy, Analyst, Janney Montgomery Scott: Good morning, guys. Hope you all are doing well. I wanted to ask about the discussions with the customers outside of your current data set of customer. How big would those jobs be? And what I’m driving at is, could you have two or three total customers and soak up all the capacity that you’re that you have on order today or are those jobs kind of smaller 50 megawatt kind of jobs or are they bigger?

Bill Zartler, Chairman and CEO, Solaris: If you’re focused on the data center customer market, they’re all going to be larger facilities. And they’re scaling into this. So it’s a matter of how you scale in from 50 to 500 or 50 to a gigawatt and in that pace at which they need to build their halls and load their chips. So as we design those with them, I think the other part of the business where we’re seeing other industrial loads and midstream and energy businesses, those tend to be in the 10 to 75 megawatt size. Okay.

Thomas Mercy, Analyst, Janney Montgomery Scott: And one on the oilfield if I can. You outlined a little bit of weakness that you’re seeing in the third quarter. Is that kind of dependent on oil prices falling from here or in a $61 or so oil price, do you see that demand falling as we move kind of through the back half of the year?

Bill Zartler, Chairman and CEO, Solaris: Yes. I think that what we’ve seen out of the oil company so far and conversations with customers at this price level, you will see some incremental oil frac fleets dropped in certain markets. So I think at $61 you’re going to see a bit of a slowdown in the completions market over the course of the next quarter or two.

Kyle Ramatandran, President and CFO, Solaris: Some of it is people have been just picked up faster and faster, Don. And some of it is just it’s literally just pulling a little bit of gas off the pedal. So there’s just a rate of speed that there’s some conservatism likely to happen.

Derrick Whitfield, Analyst, Texas Capital: Okay. I appreciate the color. I’ll turn it back. Thanks.

Conference Operator: Thank you. The next question comes from Bobby Brooks with Northland Capital Markets. Please go ahead.

Bobby Brooks, Analyst, Northland Capital Markets: Hey, good morning, guys. Thank you for taking my question. So I wanted to double click being able to secure the additional three thirty megawatt order of the 16.5 megawatt units by, I think, what you termed it as by moving quickly and bold. Do you think I was just curious, do you think this is a repeatable process? And maybe said differently, is how do you think of securing more megawatts that could be used over the next two, call it, two years?

Bill Zartler, Chairman and CEO, Solaris: Yes. I think you’re pushing the tail end of that two year timeframe now, in terms of availability. And it’s about getting in line, making sure that we can line up the customers for the equipment and be ready to make some of those decisions. But it is it’s now out beyond the period that we’re looking at 2027, ’20 ’20 ’8. Think you can listen to some of the other larger OEMs in terms of what they’re saying their supply chains and delivery outlooks look like, but most of it is then and beyond.

Bobby Brooks, Analyst, Northland Capital Markets: Got it. And then so was the I just want to confirm that the three thirty that you did this that you just announced that was actual spare capacity that your OEM partner had or was that somebody dropping out of the queue when you stepping in there?

Kyle Ramatandran, President and CFO, Solaris: No, it was open capacity. It wasn’t a function of somebody dropping an order. But I think there were others in line, if you will, such that we needed to move at a pace, with which we did.

Bobby Brooks, Analyst, Northland Capital Markets: Okay. That makes sense. Thank you. And then so the increase in the megawatts and the contract tenure with the JV is great news, but at the same time, my sense was you wanted to get some more customer diversification with that open capacity. So with that in mind, I just wanted to hear how you guys gained comfortability in increasing the megawatts to this JV?

And then how are you thinking about deploying that? I think it’s three eighty megawatts of open capacity now.

Bill Zartler, Chairman and CEO, Solaris: Well, I think in terms of upsizing the JV, I mean, they have proven to be a very good customer. We have a strong contract with increased tenure associated with that and believe very credit worthy and this is a part of what they do and we believe we’re helping make them successful by delivering them power when they need it at the right locations. And so I think that said, there is a little lack of customer diversity, but at the same time, I think we have a great customer and a leader in what they’re doing and we’re helping provide them grow and they seem to make decisions fairly quickly and seem to be doing the right thing there. Are we working on diversification? Yes.

We ordered the second order looking at driving some level of diversification in the business outright. And we’ve secured some additional oilfield business in the meantime. It’s just not these are an extra turbine or two here or there. It’s not the same kind of scale. But we are diversified.

Kyle Ramatandran, President and CFO, Solaris: Yes. We’ve had to meet a pretty unique challenge with a customer that’s moved faster than anyone else in the space at a scale that no one has really reached at this stage. So that’s been our challenge. But coming into this year, we had really two distinct goals within the Power business, which were securing extended tenure and diversification in the customer base. And clearly, from a tenure standpoint, we’ve significantly changed the outlook into this business going from six month contracts to seven years.

So that’s a real significant change in the scope. And then to the point on diversification, we are working very hard at that. We’ve got a long list of customers that potential customers that we’re working on projects that will require this open capacity. So that’s really what drove the need to secure additional capacity.

Conference Operator: Thank you. The next question comes from Sean Michel with Daniel Energy Partners. Please go ahead.

Bill Zartler, Chairman and CEO, Solaris: Good morning, guys. Hey, Kyle or Bill, just is there a big difference in the margin profile between data center power and your other industrial? I mean, I know the terms of the contracts are probably longer on data center, but is the margin profile drastically different? No, not necessarily on a pricing perspective. Would say that the scale gives us a little bit of operating leverage for the larger jobs.

So we deliver our maintenance programs and all the kind of fixed variable cost, if you will, of keeping their filters clean and doing all those kind of things would be a little higher out in the oilfield than they are in a more urban environment data center. So there’s probably a little net higher margin from scale, but the pricing itself is very similar.

Thomas Mercy, Analyst, Janney Montgomery Scott: It’s based on tenor.

Bill Zartler, Chairman and CEO, Solaris: It. Thanks guys. That’s all I got.

Kyle Ramatandran, President and CFO, Solaris: Thanks, Sean.

Conference Operator: Thank you. We have a follow-up question from Stephen Gengaro with Stifel. Please go ahead.

Stephen Gengaro, Analyst, Stifel: Thanks. Thanks for taking the follow-up. On the Logistics Solutions side, I had two quick questions. One was you mentioned in the press release adding new customers. I was curious if you could if there’s any color you could add to that?

And is it related to E and P consolidation? And kind of what is your sort of outlook for the ability to kind of outgrow the market or outperform the market?

Bill Zartler, Chairman and CEO, Solaris: Yes. I think the new customers have really been driven by our new technology and the desire to go faster. And so I think if you begin to look at folks talking about simultrimal, quad fracs, who knows where this ends, but effectively continuous pumping. And when you’re going to attack that market, having the supply chain locked with our equipment and the ability to put the top fill in larger truckloads really makes that more efficient. So I think we’re seeing it driven by our equipment providing the solution for these larger more efficient fracs.

Stephen Gengaro, Analyst, Stifel: Thanks. And is that from is that taking share from containers or is it taking share from other silos?

Bill Zartler, Chairman and CEO, Solaris: More likely containers. Loads are much smaller and it’s the handling function on the well side is little more complicated.

Stephen Gengaro, Analyst, Stifel: Okay. I think that’s all for me. Thanks for the details.

Bill Zartler, Chairman and CEO, Solaris: Thanks, Steve.

Conference Operator: Thank you. The next question is from Bobby Brooks with Northland Capital Markets. Please go ahead.

Bobby Brooks, Analyst, Northland Capital Markets: Hey, thanks for taking the follow-up. Just last question for me. Focusing on CapEx, on your March deck, you guys had given consolidated CapEx was guided toward to $165,000,000 Obviously, you ended up only doing $144,000,000 in the quarter. So I was just curious of what’s the driver of that. My understanding is that turbine payments are pretty set in stone.

So I was just curious where kind of the savings came here. Thank you.

Kyle Ramatandran, President and CFO, Solaris: Yes, I wouldn’t call it savings. I don’t think the aggregate numbers have changed. It’s just kind of a function of timing. And when we come out guidance, it’s really a function of our estimate of when we’re going to receive invoices and that does move around from time to time for various reasons with the OEM. Nothing material change there, just a function of timing.

Bobby Brooks, Analyst, Northland Capital Markets: Sounds makes a lot of sense. Congrats on the great quarter. Thank you, guys.

Bill Zartler, Chairman and CEO, Solaris: Thanks.

Conference Operator: Thank you. The next question is from Jeff LeBlanc from TPH. Please go ahead.

Jeff Leblanc, Analyst, TPH: Thanks for the follow-up. I just wanted to see if you could provide more color on the end markets of the industrial opportunities. I think everybody is somewhat familiar with the applications for midstream and E and P in oilfield. I’m just curious if you could provide a little bit more color on the end markets for industrial opportunities. Thank you.

Bill Zartler, Chairman and CEO, Solaris: Well, I mean, think as we bring manufacturing back and I think that’s one of the country’s targeted goals, we’re seeing it in metals manufacturing. Anything that’s a high power usage, high load is struggling to figure out how to get those loads approved into the grid. So, we’re seeing it from export facilities for natural gas liquids and LNG all the way across to some metals manufacturing, vending and some processing. We’re seeing it from air processing businesses where you’re trying to make hydrogen and oxygen and do that or high load compressors. So there’s a whole host of various other industrial applications that we see are going to need large loads of power and it will look very similar to the base load.

Base load is critical for those and they’re looking at what’s the right solution for that.

Jeff Leblanc, Analyst, TPH: Okay. Thank you very much for the color. And I’ll hand the call back to the operator. Thank you. Thanks.

Conference Operator: Thank you. We have reached the end of the question and answer session. I’d now like to turn the call back over to Mr. Bill Zackler for final closing remarks.

Bill Zartler, Chairman and CEO, Solaris: Thank you everyone for joining us today. We’re obviously off to a strong start in 2025 as we see our rapid growth through this noisy environment and our entire team is excited about the opportunities for the company. We believe we have the right business with the right people and culture that will help us continue to deliver value to our shareholders and our customers. I like to thank all of our employees, customers and suppliers for their continued partnership in making Solaris success. Thank you all and we look forward to sharing our progress with you in a few months.

Conference Operator: Thank you. The conference has now concluded. Thank you for attending today’s presentation. You may now disconnect.

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